Understanding the impact of peers’ knowledge hiding on employees knowledge manipulation and creative performance: the buffering role of emotional intelligence

Purpose This study aims to advance the understanding of employees’ knowledge management behaviors in the workplace. Specifically, it offers fresh insights into how knowledge hiding by peers influences employees’ own knowledge manipulation behaviors. The research examines how peers’ knowledge hiding affects employees’ tendencies to manipulate knowledge and, consequently, their creative performance. Additionally, the study explores the moderating role of employees’ emotional intelligence (EI) in buffering the negative effects of peers’ knowledge hiding on both knowledge manipulation behaviors and creative performance. Design/methodology/approach Drawing on social exchange theory and the emotional intelligence framework, this study develops and tests a conceptual model within the telecom sector in Pakistan. Data collected from 374 respondents were analyzed using partial least squares structural equation modeling with WarpPLS 7.0 software to evaluate the proposed hypotheses. Findings The results reveal a significant positive relationship between peers’ knowledge hiding and employees’ knowledge manipulation behaviors, alongside a negative impact on employees’ creative performance. Furthermore, employees who engage in knowledge manipulation tend to exhibit lower levels of creative performance. The study also confirms the moderating role of employees’ emotional intelligence in weakening the relationship between peers’ knowledge hiding and employees’ knowledge manipulation behaviors. However, EI does not significantly moderate the relationship between knowledge manipulation and creative performance. Originality/value This research offers a novel perspective on employees’ knowledge management behaviors within coworking environments, highlighting how knowledge hiding and manipulation among peers can undermine creativity. Importantly, the study underscores the critical role of EI in mitigating retaliatory knowledge behaviors that can be detrimental not only to employees but also to organizational outcomes. Theoretical and practical implications are discussed to guide future research and managerial practices.